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| Criterion |  Product Strategy ICE Scoring |  Engineering Kanban |  Operations 5 Whys |
|---|---|---|---|
Purposedifferent | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 30-60 min | Ongoing | 15-30 min |
Participantsdifferent | 2-8 | 2-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ICE Table, Top Idea List | Kanban board, WIP policies, Flow metrics | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationScoringGrowthDecision | FlowVisual managementDelivery | Root causeIncidentLeanProblem solving |
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